Use the Leadership Deep Dive survey to understand whether your employees feel they’re listened to, understood, and supported in being successful by your leaders.
From this survey, you’ll get a clear view of what more leadership can do to unite teams, and motivate them to succeed – and help connect your leaders to all the people in your organisation.
When to use this survey
- If your overall retention rate is poor
- After a change in leadership
- If you recently changed your vision and/or strategy
- If you have encountered a low Leadership Score in your Organisational Fitness matrix
How the survey is scored
This Deep Dive survey addresses four criteria of Leadership indicator: Vision & Strategy, Corporate Responsibility, Connected and Behaviours. By listening to your employees along these key dimensions, you will understand if people are set up for success.
Asking 12 questions on a 5-point Likert scale, from strongly agree to strongly disagree, this Deep Dive first finds each survey respondents’ total score. This is based on the proportion of positive answers (‘agree’ and ‘strongly agree’). Accordingly, by combining these scores, the average over all respondents is calculated, deriving the overall Leadership score.
This survey also contains four open-text questions, to understand and add context to the scores and support your findings.
Vision & Strategy
The Vision & Strategy dimension of Leadership explores if your employees are engaged with your vision and strategy, and how they are encouraged by the leadership team.
The Vision & Strategy dimension is made up of the indicators: Motivation, Confidence, Resiliance and an open-text question.
| Indicator | Question | Rationale |
| Motivation | Senior leaders have a vision for {our organisation} that motivates me. | Employees feel motivated by the leadership team’s vision for the organisation. |
| Confidence | I have confidence in our senior leaders’ strategy for {our organisation}. | Employees know, understand, and believe in the leadership team’s strategy for the organisation. |
| Resiliance | The leadership team are resilient and ready to respond to any future challenges. | Employees view the leadership team as resilient and responsive to challenges. |
| Open Text | What do you find most inspiring about {our organisation}’s vision and direction? | Asked to understand what elements of the leadership’s vision inspires your employees. |
Corportate Responsibility
The Corporate Responsibility dimension informs you about how effectively leaders deliver sustainability in terms of personal welfare, the environment, and society.
The Corporate Responsibility dimension is made up of the indicators: Welfare, Environmental, Social and an open-text question.
| Indicator | Question | Rationale |
| Welfare | The leaders of {our organisation} care about the welfare of the people who work here. | The leadership team shows genuine concern for the wellbeing of its employees. |
| Environmental | Our leaders are helping ensure {our organisation} is environmentally responsible and sustainable. | The leadership team actively advocates for environmental responsibility across the organisation. |
| Social | Senior leaders ensure {our organisation} contributes to the communities in which we operate. | The leadership team encourages and demonstrates social responsibility, considering the communities it works in. |
| Open Text | What more can we do as an organisation to be more sustainable (both environmentally and socially)? | Asked to understand how the organisation can improve sustainability in an environmental, social, and cultural sense. |
Connected
The Connected dimension helps determine if your employees feel connected to the leadership team. Is the senior leadership team open, transparent, and connected with all employees?
The Connected dimension is made up of the indicators: Openness, Transparency, Employee Experience and an open-text question.
| Indicator | Question | Rationale |
| Openness | Our leaders communicate openly with their employees. | The leadership team is honest with all its employees, communicating openly and effectively. |
| Transparency | Our leaders are transparent about what is happening in {our organisation}. | The leadership team is transparent about relevant updates and other information that impacts their employees. |
| Employee Experience | Leaders are aware of the daily experiences of their employees. | The leadership team is connected to the wider organisation, and aware of the day-to-day experiences of all their employees. |
| Open Text | What more can leaders do to be better connected to their employees? | Asked to understand how to improve the connection between leaders and employees. |
Behaviours
The Behaviours dimension helps you understand how leaders’ behaviour sets the standard in the organisation. Do leaders drive change, reflect your organisation’s values, and are they seen as good role models?
The Behaviours dimension is made up of the indicators: Role Model, Values, Driving Change and an open-text question.
| Indicator | Question | Rationale |
| Role Model | Our leaders are great role models for the people working in {our organisation}. | The leadership team sets a good example for all employees. |
| Values | Our leaders in {our organisation} reflect our values in their daily behaviours. | The leadership team reflects the organisation’s values in their day-to-day actions and behaviours. |
| Driving Change | We have leaders who lead the way when driving change for {our organisation}. | The leadership team are strong leaders who effectively drive change. |
| Open Text | What qualities do you admire about the leaders of {our organisation}? | Asked to understand what qualities your employees like to see in their leaders. |